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Foreword

I am delighted to present the 4th Strategic Plan for the Legal Resources
Foundation Trust (LRF) for the ve (5) year period 2014-2018. e Strategic
Plan 2014-2018 is special in many aspects. It comes into operation at a time
when there is a new constitutional dispensation following the promulgation of
the Constitution in 2010. e Constitution, grounded on the national values
and principles of governance which include rule of law, democracy, participation of the people, social justice, human rights, good governance, integrity, accountability, protection of the marginalised, etc., are the foundation from which
we all must begin from.
e strategic period is also critical as Kenya is undergoing major transitions from a centralized
system of governance to a devolved system that promises services closer to the people. is has
inevitably affected existing institutions and legislation with many undergoing phase out while others
have been established. is ultimately has an impact on access to justice. Amid these major shis,
the voice of the citizen and civil society must be ampli ed if the participation envisaged in the Constitution is anything to come by. Major challenges persist such as the unsustained civic education,
attempts to sti e civil society voices, dwindling funding, etc. Amid the chaos are opportunities for a
stronger Kenya and citizenry; these include wide avenues to make and in uence change.
e development of this Strategic Plan has therefore taken into account the Constitutional dispersion, the devolved system of governance, and government strategy plans including regional issues
that impact access to justice. e plan is aligned to the United Nations Millennium Development
Goals on poverty eradication and human development, Kenya’s development agenda, Vision 2013,
the Post 2015 development agenda among others.
e East Africa good governance and human rights framework provides a collective space for all
institutions engaged in contributing to human rights and good governance. As a member of regional
platforms such as the East Africa Civil Society Forum and the East Africa Good Governance and
Human Rights Platform, LRF will expand the citizens’ voice in regional integration, closely monitor
the involvement of citizens in regional agenda and its impact on national agenda, and promote the
rights of marginalised groups among others.

Institutional Transformation
Inward looking, the Strategic Plan 2014-2018 ethos deep re ection, re-evaluation and de nition
of LRF’s niche and core mandate, enhances investment in relationships with its partners, and reevaluates its model on how to address injustices. LRF’s approach to human rights and governance
is therefore broadened to integrate the broad aspects affecting the society and building resilience in
communities.

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Novel approaches that de ne this new Strategic Plan include interventions in social economic rights
such as safeguarding community rights in the extractive industry.
is is in addition to developing a comprehensive outcome-based performance management system,
human resources development strategy and plan, as well as a human resources information management system. LRF has devised a broad long-term investment strategy for building or acquiring ofces in Nairobi and its core project regions. is investment will enhance nancial sustainability and
independence. We call upon the support of our partners in making this a reality.

Celebrating our existence

region

Development Partners (Funding Agencies)

Call for proposals on project areas

Lobby for impact-oriented activities

Hold LRF to accountability

Propose future project activities

e Strategy coincides with LRF’s commemoration of its 20 years of existence and hard work in
promoting access to justice in Kenya. I commend the Board of Trustees, management and staff for
their dedicated service that has witnessed the ushering in of this new milestone, in addition to all our
partners and stakeholders for the support and partnership throughout these ve (5) years. Our gratitude goes to Diakonia Sweden and Foundation for Open Society Initiative, who nancially supported
the development of this strategy; our past donors: Ford Foundation, Sida UKenya/British Embassy,
USAID, USIU, Pact Kenya, Pact Inc. Amnesty International, Penal Reform International, French Embassy, UNIFEM, Stop AIDS Now!, NCEP 1 & 11, HIVOS, Ms Kenya, RDE, UNDP, URAIA, Action
Aid, US Department of State, Amkeni Wa Kenya, GIZ; and our current donors: Diakonia, Trocaire,
FOSI and EC; our partners and, speci cally, Dawn Business Consultants, who walked with us in the
development of this strategy.
As we celebrate 20 years of promoting access to justice, we remember and are proud of the founding
members of LRF and alumni of Board of Trustees and staff that have moved on to become great men
and women creating positive change in the society.

Innocent until proven guilty: Every person is a potential prisoner

May God Bless you All and God Bless Kenya.

Prof. Kimani Njogu
Chairperson, Board of Trustees

Innocence behind bars: Upholding child rights in difficult circumstances

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Strategic Plan 2014-2018 Overview
Building on from our past

5.2.1. Funding Sources

e precursor 2009-2013 Strategic Plan witnessed LRF’s growth in its programs and decentralization of services to the County levels. Notable gains in
LRF’s years of policy advocacy and community engagement are now anchored in the Constitution. ese include the recognition of access to justice
as a fundamental right, promotion of penal, judicial and security sector
reforms, public participation in all levels of governance among others.

Successful implementation of this Strategic Plan will depend highly on the quality and commitment of LRF
staff as well as on the availability and efficient utilization of the acquired resources. LRF is clear that
resource mobilisation is a collaborative responsibility of the various functions of the organisation, including
the board, management, programmes and finance staff. During the lifespan of the current Strategic Plan,
LRF shall seek to widen the unrestricted income in order to represent better value for money to donors as
well as to develop intellectual capital for innovation and learning. LRF shall seek to strengthen its resource
mobilisation and partnerships. During the SP life span, LRF shall endeavour to realise the following outputs:
1. Increased funding from traditional donors and grant-making organisations
2. Widen the donor base
3. Increase unrestricted income
4. Strengthen the existing partnerships and attract new partnerships

LRF continued to be a pace setter in different fronts, such as: Winning the
coveted Civil Society of the Year Award in 2009 and in 2013; policy
advocacy for the recognition of Court User Committees now anchored
in both law (Judicial Service Act) and in the institutional framework of the judiciary (NCAJ secretariat); informed research on topical issues impeding access to justice, such as the Sentencing in
Kenya, Mental Health, Traditional Dispute Resolution guidelines and policy direction and programs;
sustained interventions for victims of varying injustices through legal aid and assistance; and partnerships in public interest litigation, as well as strengthening constitutional and policy reforms. e
greatest bene ciaries of these interventions were remanded prisoners, target communities, policy
makers and Kenyans in general. e current Strategic Plan, therefore, is timely and important in
safeguarding the gains made so far towards a much more targeted approach in community ownership and effective institutions.

5.2.2 Resource Mobilization
The function of resource mobilization shall be collective and shall involve stakeholders as shown in the table
below:
Stakeholder

Board of Trustees

Nature of Involvement

Ensuring sustainable relations with stakeholders

Networking the organization with potential

Novel snapshots of the new Strategy
ere is now an expanded focus on social, economic and cultural rights, such as access to water and
land, affordable and quality health care, education and social security, among others, to nd their
way in a deliberate approach to acknowledge the need to ensure the full protection, promotion and
ful lment of human rights. A focus on land and environmental law, speci cally community land and
securing such rights in the extractive industry, are included. Restorative justice makes an entry in addressing the aer-care needs of target groups and, especially, ex-offenders to avert relapses. is will
involve focusing on non-judicial mechanisms of dispute resolution such as mediation and conciliation.

partners

e foundation of this strategy has been informed by the precursor Strategy 2009-2013.
Executive Director

Management Staff

Regional Coordinators

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Contact person for the organization

Maintain healthy relations with partners

Coordinate interactive events

Develop proposals for partnership

Develop partners’ profiling

Design resource mobilization approaches

Research emerging issues and concerns

Develop concept papers on the above areas

Identify potential partners with an interest in the

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e Strategy
In this ve (5) year strategic period, LRF prides itself in consolidating and promoting the gains
secured in the last Strategy, which provided leverage on up scaling and adopting best practices in
the sector. e countdown to the new Strategy was a participatory process that involved broad stakeholder consultations and deep re ection with the Board of Trustees, staff, development partners and
a wide range of stakeholders and benefactors. e Strategic Plan, therefore, provides a robust trajectory for the realization of the vision of a just and equitable society.
LRF shall execute its mandate under four (4) thematic approaches: Administration of Justice (AJ),
Governance and Development (GD), Research and Advocacy (RA) and HAKI Institute and Institutional Development. e Administration of Justice thematic area will focus on penal reforms and
judicial reforms, including an expanded focus on alternative justice mechanisms and security sector reforms. e Governance and Development thematic area will enhance people’s participation
through a more focused targeted approach among communities and with their leaders at county and
national levels. For instance, we envisage intense interaction with legislative bodies at the county levLegal Resource Foundation Trust

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els in delivering pro-poor policies and laws that bene t marginalised groups. is thematic area has
widened to include social and economic rights. LRF will keenly advance the Constitutional rights
under Article 43 to secure livelihoods for target groups, minority rights for special interest groups
like children, women, persons with disability, persons with HIV and AIDS among others. Research
and Advocacy cuts across the themes and remains critical in shaping policy and informed approaches in implementation. Institutional Development remains the heartbeat of LRF and will focus on
capacity strengthening and sustainability.
In executing the above, we intend to achieve four (4) Strategic Objectives namely: Strengthen institutions (State and Non-State actors) that work on administration of justice for effective service delivery; enhance people’s participation in governance systems and decision making processes; in uence
policy reform through research and advocacy; and enhance LRF effectiveness and sustainability.

will be sought after
Key Outputs:
HR, governance and
paralegalism information
identified and packaged
(Including LRF information
management)

Volume of packaged
information in a
retrievable form

No. of topical information
content packaged in retrievable
form

There will be
information
management
systems in place
Information sought
after is available
Capacity to archive
is in place

Key Activities:

Package and archive in retrievable form

As we embark on this journey, we rise to the challenge more focused, re-energised and affirmed to
our dedicated commitment to our constituents and partners. I invite you to partner with us towards
building on our mission of being a resource for justice, equity and resilience in communities.
5.2. Budget

Asante Sana

LRF will require Ksh.562 million to achieve its strategic objectives over the Strategic Plan period. The
thematic areas for which funds will be required and the estimated amounts are as given by the table below:
Strategic Thematic Area

Janet Munywoki
Executive Director

Total
Amount

Years 2014 - 2018
1

2

3

4

5

1

Secretariat & Head Office

35

40

46

53

61

235

2

Southern Region

14

17

22

27

34

114

3

Upper Eastern Region

11

14

17

22

27

91

4

Northern Region

10

13

16

20

25

84

5

Haki Institute

5

7

8

9

9

38

Total

75

91

109

131

156

562

The budget amounts above are a consolidation of activities from the implementation matrix.

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Outcome:
Increased income

% increase in income

Financial records/ audit

The demand for
consultancy
opportunities will
be there

ABS

Access and Benefits Sharing

ADR

Alternative Dispute Resolution

AJP

Administration of Justice Program

CBO

Community Based Organization

CSO

Civil Society Organization

EACSOF

East Africa Civil Society Forum

ED

Executive Director

FGM

Female Genital Mutilation

GDP

Governance and Development Program

ICC

International Criminal Court

KHRC

Kenya Human Rights Commission

LRF

Legal Resources Foundation

MER

Monitoring and Evaluation Reporting

MOU

Memorandum of Understanding

NCAJ

National Council for Administration of Justice

NJP

Non Judicial Justice Program

PBO

Public Benefits Organization

PESTEL

Political, Economic, Social, technological, Ecological and Legal forces

PIL

Public Interest Litigation

PMERL

Program Monitoring Evaluation Reporting and Learning

PR

Penal Reforms

RC

Regional Coordinator

There is
information to be
gathered

SP

Strategic Plan

SWOT

Strengths, Weaknesses, Opportunities and Threats

That information

TDRM

Traditional Dispute Resolution Mechanisms

UPR

Universal Periodic Review

Political stability
Key Outputs:
Increased sales of market
worthy IEC material

% increase in number of
sales made

Financial reports/audit

Political/economic
environment shall
be enabling

Key Activities:
Develop new IEC materials

Project 2: Legislative drafting
Strategic Objective:
To offer consultancy services
Outcome 1:

Increased publicity on Haki

% increase in demand
for legislative and legal
drafting services

No. of enquiries made

That we have the
drafting capacity
That the services
are required

Key Outputs:
Legislative audit of legal
documents, statutes, bills and
policies

No. of legislative audits
conducted

Legislative audit report

That the county
governments
shall require
our services

Key Activities:
Legislative drafting
Market the catalogue
Conduct mini and major legal baseline surveys

Project 3: Archiving of Information
Strategic Objective:

To be a reference centre
for information on HRE,
governance and
paralegalism
Outcome:

Enhanced access to
information

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% in satisfaction levels
from the clientele

Clientele feedback reports

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List of Acronyms and Abbreviations

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5.1.4 Research and Advocacy

Table of Contents
Foreword

Research and M&E

Strategic Plan 2014-2018 Overview

Strategic Objective:

List of Acronyms and Abbreviations

To undertake action based
research work

1.0. Introduction
1.1.

Outcome:

Research areas identified Research findings published

There is a huge
demand for research
on topical issues

Gaps identified

HAKI shall get
authorization to
conduct research
Research content
shall be consumed

Increased knowledge on
topical research areas

LRF Organizational Profile

1.1.1. Vision

Key Outputs:
Research findings/data/results

1.1.2. Mission

Research reports

1.1.3. Core Values
1.1.4. Motto
1.2. Situation Analysis
Key Activities:

1.2.1. Strengths

Conduct baseline surveys
Identify topical areas through baseline surveys and literature reviews
Validation and publishing of research findings

1.2.2. Weaknesses
1.2.3. Opportunities
1.2.4. Threats
1.3 Stakeholder Analysis

5.1.4. Haki Institute

2.0. Strategic Approaches and Methodology

Narrative Summary

Objectively Verifiable

Means of Verification

Key Assumptions

Indicators

2.2. Strategic Approaches

Project 1: Capacity Development

2.2.1 Rights-Based Approach
2.2.2. Paralegal Approach
2.2.3. Sustained Partnerships Approach
2.2.4. Regional Approach
a)

Upper Eastern Region: Isiolo (coordinating office), Meru, Nyeri, Laikipia & Garissa

b)

Northern Region: West-Pokot (coordinating office), Kisumu, Kericho, Kisii, Turkana & Samburu

c) Southern Region: Nairobi (coordinating region), Nakuru, Machakos, Kitui, Kiambu, Kajiado, Mombasa & Kwale

Strategic Objective:
To render consultancy
services

% of consultancies
undertaken

Contract signed

Outcome 1:

% increase in
consultancies

Consultancy contracts

Increased demand for Haki
products

Consultancy report

Consultancy feedback reports

Haki will be
registered as a
business entity

The demand for
consultancy
opportunities will be
there

3.0. Thematic Areas and Project Implementation Plans
Political stability

3.1. Thematic Areas
3.2. LRF Strategic Objectives
3.2. Administration of Justice Thematic Area

Key Outputs:
Increased commitment
through contract signing

3.3. Governance and Development Theme

% increase in enrolment
for HAKI products

Back account reflection/ profits
Financial reports and audits

% increase in income
Signed contracts

3.4 Research and Advocacy Theme
3.5. Haki Institute and Institutional Development

Contracts entered to
shall be honored
HAKI shall have
capacity to
undertake the
consultancy

Key Activities:

Market the project to prospective clientele
Market the calendar and the curriculum of HAKI
Conduct training and executing consultancies - FBOS, Legislators, CSO, State, CORPORATIONS E.T.C.

Risks
4.0. Institutional Development Design
4.1. Leadership and Governance

Strategic Objective: To produce market-worthy information, education and communication materials

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4.2. Finance and Grants
5.1.3. Alternative Justice
Narrative Summary

4.3. Corporate Affairs
Objectively Verifiable
Indicators

Means of
Verification

Key
Assumptions

Strategic Objective:
Promote restorative justice through ADR
and TDRM
Outcome 3A:

Improved national cohesion
Existence of CJS committees
Key Outputs:

Government commitment in ensuring
realization of constitutional provisions on
ADR monitored and documented

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4.5. Organogram
5.0. Finance, Monitoring and Evaluation
5.1. Logical Framework Analysis

Nature of interventions
proposed
No. of reports
produced and
disseminated

CIC and Line
Ministry annual
reports
Training reports

Political stability

5.2. Budget
5.2.1. Funding Sources

Availability of
funds

5.2.2 Resource Mobilization

Total costs

Key Activities:

Monitoring government commitment in ensuring realization of
constitutional provisions on ADR
Outcome 3B:
No. of cases
Reduced case backlogs in judicial system
successfully mediated
and improved access to justice
or recommended for
out-of-court settlement
Peaceful co-existence of communities
Key Outputs:
No. of awareness
Increased knowledge on mediation and
creation sessions held
TDRM

Project reports

Political stability

Project reports

Availability of
funds

Key Activities:

Total costs

Awareness creation on mediation and TDRM
Outcome 3C:
Nature of guidelines
Reduced case backlogs in the judicial
developed
system

Project reports

Political goodwill

Project report

Availability of
funds

Key Outputs:
Increased appreciation of the role of mediation
in conflict resolution
Key Activities:

4.4. Organization Functional Design

No. of meetings held
with decision makers

Total costs

Lobbying for implementation of provisions of the Civil Procedure
Act 2012 on Mediation (ADR)
Outcome 3D:
Level of understanding
Peaceful co-existence of communities
on role of ICC
Key Outputs:
No. of sessions held

Project reports

Political reports

Project reports

Availability of
funds

Knowledge on the role of ICC increased
Key Activities:

Total costs

Conflict transformation in anticipation of ICC outcome
Total budgeted costs

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1.0. Introduction
The LRF Strategic Plan 2014-2018 is subsequent to an end-term evaluation of the 2009-2013 Plan that came

Narrative summary

to an end in December 2013. The evaluation was intended to support LRF in development of a five (5) year
Strategic Plan by facilitating an in-depth organizational assessment, broad stakeholder consultations and

Objectively
Verifiable Indicator

Means of
Verification

inform the procedures and practices of the entire organization and its subjects and rethink the LRF strategic

Socio-economic and Cultural Rights Project
Key Outputs:
No. of copies produced Procurement reports
3000 copies of pocket friendly booklet on
and disseminated
Stakeholder
economic, social and cultural rights
feedback
produced

direction. Among the critical issues that came out as recommendations from the end-term evaluation

Key Activities:

critical analysis of the operating environment to identify key strategies and approaches to achieve them. Key
findings from the end-term evaluation pointed at numerous strategic positioning approaches that would

include:

Produce and disseminate 3000 copies of
booklet on economic, social and cultural
rights
Outcome 2D:

ii. Redesign of the programs and their respective projects to create synergy and avoid duplication of

Enhanced knowledge on priority
intervention areas

iii. Use of the logical framework for M&E

v. Design of a strategic LRF organogram and redefine the LRF functional structure

Type of interventions
proposed

Research report
Project reports
Project reports

Key Outputs:

Research and documentation of best
practices on economic, social and cultural
rights
Total costs

Key Activities:

iv. Improvement of the LRF image

Availability of
funding

Total costs

i. A review of the LRF mission to make it current and relevant to the changing environment

efforts, thereby enhancing performance of LRF

Key
Assumptions

Conducting research and documenting best
practices on economic, social and cultural
rights

vi. Development partners profiling
vii. Development of a resource mobilization strategy
viii. Align LRF work with the perspective of National and County Governments in line with devolution
ix. Make LRF compatible to sustainable development and National Development Goals (NDGs)
The Strategic Plan 2014-2018 herein stipulates the LRF internal and external environmental situation and
brings forth elaborate strategic objectives, key result areas and core activities that will form the basis for
LRF engagement with key stakeholders.

1.1.

LRF Organizational Profile

Legal Resources Foundation Trust (LRF) is a national civil society organization founded in 1993. Due to
restrictive registration challenges, LRF operated initially as a project of Kenya Human Rights Commission
(KHRC) until August 2000, when it was registered as a Trust under the Trustees (Perpetual Succession) Act
Chapter 164, Laws of Kenya. LRF’s registered office and headquarters is in Nairobi, with various satellite
regional offices spread out in Kenya.

Dignity: A national value and principle of governance

LRF has a Board of Trustees comprised of seven (7) Trustees (three women and four men). These are
eminent persons who have expertise in education, finance, management, and legal and human rights sectors.

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The Board is responsible for policy-making and oversight. It works through strategic Committees (Executive
and Finance) to enhance efficiency in carrying out its oversight role.
Narrative summary

Objectively

Means of

Key

Verifiable Indicator

Verification

Assumptions

The Executive Director runs the Secretariat and is in charge of the day-to-day running of the organization.
The operations of LRF are spread out in select counties under three (3) operation regions whose work is also
technically supported by pro bono lawyers, teachers, prison staff and paralegal officers, prisons, police,

Socio-economic and Cultural Rights Project
Outcome 2A:

Sufficient knowledge on status of socioeconomic and cultural rights

Nature of proposed
interventions

CIC and Line
Ministry quarter and
annual reports

probation officers and community members.
Political stability

LRF has grown from a small organization of ten (10) staff members running a street law project for schools
to a leader in training of paralegals, production of human rights publications and development of programs

Enhanced awareness on socio-economic
and cultural rights leading to improved
livelihoods
Key Outputs:

Government commitment in ensuring
realization of socio-economic and cultural
rights monitored

that focus on enhancing access to justice for target communities. Currently, the organization has a staff of
(30), with (12) members working in the head office and the rest in the various field operation areas. The
No. of reports
generated

Monitoring reports

Political goodwill

field offices are located in Kiambu, Thika, Nairobi, Machakos, Meru, Embu, Isiolo, Nakuru, Nyeri, Eldoret,
Kericho, Kamasian, Kisumu, Kapenguria, Lodwar, Kisii and Wundanyi in Taita Taveta.

Key Activities:

Total costs

Monitoring Government commitment in ensuring realization of
socio-economic and cultural rights
Outcome 2B:
Nature of sustainable
Sustainable management of natural
management practices
resources
% decrease in
Overall reduction in environmental
environmental
degradation
degradation
Key Outputs:
No. of participants
Increased knowledge on rights to clean and
trained
healthy environment
Key Activities:

1.1.1. Vision
Project reports

Political goodwill

The vision of LRF is:
Community
reception

Training and
sensitization reports

Availability of
funds

Field officer reports
Procurement records

This vision depicts the state of the society, primarily within Kenya and beyond, that LRF as a human rights
organization is working towards. The institutional vision of LRF is therefore: “A premier catalyst institution
for a just and equitable society.”

Total costs

Create awareness on environmental management and protection
Outcome 2C:
Level of knowledge on
Enhanced knowledge on economic, social economic, social and
and cultural rights
cultural rights

“A just and equitable society”

Political stability

1.1.2. Mission
The mission for LRF is:
“A resource for justice, equity and resilience in communities through holistic participatory interventions
and strategic partnerships.”
This mission has been inspired by the fact that the Constitution of Kenya promulgated in 2010 espouses
progressive values expected of a democratic society. In light of this milestone achievement in the fight for
human dignity and rights, the role for a premier catalyst institution is to build the capacity of residents’
stakeholders in order to benefit from the opportunities availed in this constitutional regime. This mission
also recognizes the fact that the values of justice and equity are desired by all; thus, the focus of LRF will be
on conducting research and taking appropriate action among communities that suffer injustices that call for
social, legal, environmental and/or economic interventions. This is because justice and equity are values that
are attractive to the whole society.

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1.1.3. Core Values
In order to realize the vision and mission of LRF, the following values will define the organization’s
character:
a) Integrity
LRF upholds sound morals in its work and interactions with all stakeholders.
b) Reliability
LRF endeavors to be dependable to its stakeholders and peers.

Key Outputs:
Government commitment on ensuring
realization of constitutional provisions on
people’s participation monitored and
documented

No. of reports developed
and shared

Monitoring reports

Key Activities:
Monitoring government commitment in ensuring realization of
constitutional provisions on people’s participation

Total costs

Outcome 1E:
Enhanced access to Justice

Legal Aid Act

Political good will

Key Outputs:
No. of meetings held
Increased momentum for community paralegal with decision makers
recognition through PASUNE
Key Activities:
Campaign for legal recognition of community paralegals

Meeting reports

Political stability
Availability of
funds

Outcome 1F:
Enhanced level of human rights awareness
among citizens and decision makers
Key Outputs:
Increased awareness on human rights issues

Analysis of human
rights monitoring
reports
Training reports

Paralegal recognition in
the Legal Aid Act

c) Innovativeness
LRF encourages new ideas while seeking out and balancing viewpoints from its stakeholders.
d) Teamwork
LRF encourages synergy among its programs and projects to enhance team spirit among staff and
develop a cooperative work environment.
e) Empathy
LRF strives to accommodate and understand other’s feelings and situations while carrying out its
noble duties.

Level of engagement in
protection and promotion
of human rights
No. of participants
trained on human rights

Total costs

Key Activities:
Human Rights Education and Advocacy (EAHRP - Equitas)

Total costs

Outcome 1G:
Enhanced replication of best practices

Nature of new
interventions developed

The motto for LRF:

Key Outputs:
Regional learning exchange visits conducted

No. of exchange learning
visits

No. of new
interventions
developed
Project reports

“Haki itawale”

Key Activities:
Regional exchange learning e.g. Rwanda, Gacaca Court

Total costs

Outcome 1H:
Existence of vibrant governance and human
rights movements

Project Reports

The acronym for LRF core values is IRITE.

1.1.4. Motto

This is a Kiswahili (the main national language of Kenya) phrase whose English meaning is “Justice for all.”

1.2. Situation Analysis
LRF operates in an environment that is influenced by both micro- and macro-forces. The micro-forces are
defined below by SWOT analysis, while the macro-forces are explained through PESTEL analysis in
relation to the risks they pose to LRF and the assumptions to be considered when implementing the project
activities.

Political stability

Key Outputs:

Movements for articulation of human
rights issues established

No. of governance and
human rights movements
formed
Level of involvement in
governance and human
rights advocacy
initiatives
No. of movements
established

Key Activities:

Political goodwill

Availability of
funds

Political stability

Availability of
funds

Political goodwill

Monitoring reports

Project reports

Political goodwill
Community
acceptance

Total costs

Build movements for articulation of issues (Drivers of Change) e.g.
youth, women and peer groups)
1.2.1. Strengths
The following are the internal strengths that LRF will capitalize on to consolidate gains during the SP
implementation period:

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5.1.2. Governance and Development

Well trained and competent staff with diverse expertise

Narrative Summary

Objectively Verifiable

Means of

Key

Indicators

Verification

Assumptions

% increase in the level of
people’s participation in
governance and decisionmaking processes within
the target counties
% increase in pro-people
policies and decisions
made within target
counties

Outcome 1A:
Improved knowledge on status of people’s
participation in governance and decisionmaking processes within the counties

Key Outputs:
Baseline survey on status of people’s
participation conducted

Baseline survey reports
Type of interventions
proposed

No. of copies produced

Adequate resources such as reference materials
Strong governance structure

People’s Participation Project
Strategic Objective:
To strengthen people’s participation in
governance and decision-making processes on
issues affecting them

Established internal controls

National survey
reports on people’s
participation

Political goodwill

County Government
annual reports

Availability of
Donor funds

Human rights
monitoring reports

Community
acceptance

Baseline survey
reports

Institutional
goodwill to be
receptive and to
advance human
rights principles

County statistics

Baseline survey
report

Political stability

Availability of
funding

A strong organization profile with a huge network of paralegal networks & partner CBOs
Partnerships and goodwill with stakeholders (State and Non-State actors)
Resilient programming which ensures sustained programmes

1.2.2. Weaknesses
Under staffing and low morale of staff
Skills outward shift as a result of staff turnover
Inadequate technical capacity in information management
Lack of synergy among programs
Diminishing funding – Based on trends in ending plan

Key Activities:
Conduct baseline survey on status of people’s participation
Outcome 1B:
% of the number of
Improved and informed involvement in
people taking part in
governance and decision-making processes
governance and decisionwithin the counties
making initiatives within
the counties
Key Outputs:
No. of participants
Capacity building sessions conducted
trained
Key Activities:
Costs
Capacity building on people’s participation
strategies
Outcome 1C: Adoption and application of
No. of counties that have
People’s Participation Policy in governance
developed and adopted
and decision-making process
People’s Participation
Policy
Key Outputs:
No. of counties that have
Development of county level People’s
developed and adopted
Participation Policy
People’s Participation
Policy
Key Activities:
Costs
Development of county level People’s
Participation Policy
Outcome 1D:
Nature of proposed
Sufficient knowledge on status of
intervention strategies
constitutional implementation process in
Kenya

42

Total cost
Survey report

Political goodwill

1.2.3. Opportunities
Build on already existing partnerships that LRF has made with its partners
Training reports

Availability of
funds

Emerging new concerns for intervention: e.g. Access and Benefit Sharing (ABS) in the mining areas
Devolved system of governance and the opportunities around devolution

Total costs

Ready constituency (poor, vulnerable and marginalized communities)
Reports by Ministry
of Devolution and
Planning

Political stability

The demand for the paralegals services by the communities
Political goodwill

The reform agenda which has been slow in implementation
LRF annual reports
County policies

Availability of
funds

Inefficiencies in the government systems
The emphasis and demands on the use of the TDRM
Willingness for government institutions to become partners

Total costs

Ministry and CIC
quarter and annual
reports

Legal Resource Foundation Trust

Political goodwill

Legal Resource Foundation Trust

11

1.2.4. Threats
Intellectual property theft
Retrogressive culture e.g. FGM and gender stereotypes (low position of women in society)
Competition from service providers – State and Non-State actors

Nakuru and Machakos)
d. Conduct two (2) strategic
stakeholders’ meetings in each of
the five (5) counties annually
e. PMERL: Conduct annual
monitoring and reporting on CUC
Outcome 2:
Increased sensitivity to emerging
issues and trends

Interference with external funding e.g. PBO (Public Benefits Organizations) Bill proposed 15% - if
passed, donors will fund only up to 15%

Output 2:
Increased awareness on topical issues

Rivalry from peer organizations

Activities:
a) Development and publishing of one
(1) policy brief annually

Insecurity of human rights defenders
Dwindling funding from the donor community due to donor fatigue

The role of stakeholders, regardless of their positive or negative contributions, has a great influence on how
LRF positions itself and implements its program work. The following table shows a cross section of LRF
stakeholders and their respective expectations:
Stakeholder

Nature of Interest

Board of Trustees

Efficient use of resources

Organization growth and stability

Transparency and accountability

Adherence to LRF core values

Proper coordination of program work

Improved profile and LRF branding

Career development, job security and proper

Management and Staff

remuneration
Development Partners (Funding Agencies)

Good working relations

Strategic choice of high impact programs

Effective communication and adherence to

Sector reports
Annual project reports
Brief hard copies

Good will from
partners
Availability of
funds
Availability of
funds

Distribution records

Community Justice Project
Strategic Objective: To strengthen
local systems in delivery of accessible
Justice

1.3 Stakeholder Analysis

Level of
awareness on
emerging
policy issues
No. of policy
briefs
produced

Outcome 1:
Increased participation by
stakeholders in the security agenda
Output 1:
Increased awareness on communities’
role in security matters
Activities
a) Conduct one (1) baseline survey on
the operations of five (5)
community justice systems
b) Conduct five (5) strategic meetings
with key stakeholders annually
c) Conduct two (2) quarterly
awareness sessions using
alternative media
d) Conduct two (2) review and
planning meetings with key
stakeholders annually
e) PMERL; Conduct two (2) national
review meetings annually and
quarterly projects visits to ensure
effective and efficient
implementation

% increase in
reports on
improved
adherence to
the rule of law
and access to
Justice
% increase in
participation in
security
matters
No. of
meetings held

Status of human rights reports

That communities
will be open to
assistance

Sector reports

Good will from
partners
Availability of
funds
Availability of
funds

Annual project reports
Activity reports
Minutes from meetings

Total Cost

timelines

12

Transparency and accountability in use of funds

Legal Resource Foundation Trust

Legal Resource Foundation Trust

41

Activities:
a) Conduct two (2) specialist trainings per county in
five (5) counties (Nairobi, Isiolo, West Pokot,
Nakuru and Machakos) for security officers annually
b) Conduct quarterly one day community outreach
meetings with communities in five (5) counties
(Nairobi, Isiolo, West Pokot, Nakuru and Machakos)
c) Conduct two (2) strategic stakeholders meetings in
each of the five (5) counties annually
Outcome 4:
Increased access to legal aid services
at the police station level

No. of clients
offered legal
aid

Decrease in human rights violations

% decrease in
number of
reported
violations
Number of
meetings held

Output 4:
Increased collaboration by key
stakeholders
Activities:
a) Hold one (1) breakfast meeting per quarter with key
policy makers
b) Conducting of baselines surveys and mapping of
pilot areas within the five (5) counties

Total Cost

State Partners

% reduction in
number of
complaints
% increase in
reports on
improved
efficiency in
the
administration
of Justice

Outcome 1:
Enhanced efficiency in delivery of
services
Output 1:
Increased awareness on legal issues
and human rights
Activities:
a. Conduct five (5) CUC trainings in
five (5) high court jurisdictions
annually
b. Strengthening of the four (4)
existing judicial desks (Meru,
Embu, Kisii and Makadara).
c. Conduct quarterly one day
community outreach meetings with
communities in five (5) counties
(Nairobi, Isiolo, West Pokot,

40

% decrease in
number of
complains
Level of
awareness
among target
groups
Total Cost

Increased support to government efforts and
constitutional requirements

Strategic collaboration on issues of national
interest

Non-State Partners
Sector reports
Annual project reports

Good will from
partners
Availability of funds

Beneficiaries

Activity reports

Availability of funds

Total Cost

Peer CSOs

Judicial Participation Project
Strategic Objective:
To enhance quality service delivery
among actors in the administration of
Justice.

Status of human rights reports
National survey reports on public
perception on the quality of
service in the administration of
Justice

Sector reports
Annual Project reports
Activity reports

Legal Resource Foundation Trust

Good networking practices

Increased advocacy on human rights

Strategic research to reinforce CSO work

Recognition and respect of human rights

Timely interventions

Affordable access to justice

Championing of community rights

Synergy and healthy networking

Joint efforts to improve human dignity
recognition

That current
collaboration will be
sustained

Good will from
partners
Availability of funds
Availability of funds

Legal Resource Foundation Trust

13

2.0. Strategic Approaches and Methodology
2.1. LRF’s Legacy
Legal Resources Foundation Trust (LRF) is an independent, not-for-profit Kenyan Civil Society Organisation that

Security Sector Reforms Project
% reduction in
human rights
violations

Strategic Objective:
To enhance participation of
stakeholders through capacity
building and policy advocacy

Status of human rights reports
Survey reports on public
perception on security reforms

% increase in
reports on
people’s
participation in
matters of
security

promotes access to Justice through Human Rights Education, Research and Policy Advocacy. LRF's main thrust is in
access to Justice for communities, especially the youth, women and children. LRF’s headquarters are located in
Nairobi County with a regional office in Kapenguria, West Pokot County. LRF is governed at two (2) levels: Firstly,
by the Board of Trustees comprised of persons driven by the passion to serve and steer LRF’s strategy; and secondly,

Political noninterference
The security sector
will be open to
assistance

by a Secretariat comprised of the Executive Director, Management and Staff.
At the regional level, LRF is the Deputy Secretary General of the East Africa Civil Society Forum (EACSOF), a
membership forum comprised of civil society institutions of the five (5) member countries of East Africa Community
(EAC). EACSOF Secretariat is based at Arusha, and its strategic focus is to ensure adequate engagement of citizens
through civil society voices in the integration process.
LRF’s national advocacy focus is on Penal Reforms, Judicial Reforms, Security Sector Reforms, Transitional Justice,
Alternative Justice and Advocacy through People’s Participation. It does this through three (3) thematic areas, namely;
Administration of Justice (AoJ), Governance and Development (GaD), and Research and Advocacy (RA). Haki
Institute and Institutional Development is the consultancy arm of LRF, which is in its formative stages. The thematic
areas are implemented in three (3) regions, namely; Northern Region (West Pokot (coordinating office), Kisumu,
Kericho, Turkana, Samburu and Western Kenya); Upper Eastern (Isiolo (coordinating office), Meru, Nyeri, Laikipia
and Garissa); and Southern Region (Nairobi (coordinating office), Nakuru, Machakos, Kitui, Kiambu, Kajiado,
Mombasa and Kwale) and neighbouring Counties. Currently, LRF operates in 31 constituencies in 24 counties. Here,
LRF has been working with community-based paralegals to enhance good governance, peace building and
accountability. Further, LRF is partnering with the Kenya Prison service in 38 penal institutions (male, female and
children-remand homes), which make up 35% of the 108 prisons. The paralegals provide free legal aid, human rights
monitoring and case management services to the pre-trial detainees. In this relation, the paralegals also act as a link
between the prisoners and other criminal justice agencies. LRF, through partnerships with relevant actors in the justice
sector, has spearheaded the development and establishment of the Court users Committees in Kenya and their
guidelines. LRF is a member of both the council and the technical composition of the National Council on the
Administration of Justice (NCAJ).
LRF piloted paralegal desks in four (4) court stations (Makadara Law Courts, Kisii Law Courts, Meru Law Courts and
Embu High Courts). The paralegal desks serve the purpose of provision of free legal aid to litigants (both the
complainants/victims of crime and the accused). The desks also serve as information centers, where litigants can
access any information or direction in regard to court processes and requirements. The judicial desks need to be
strengthened and equipped to ensure proper service delivery to the poor, the vulnerable and the marginalized in their

Outcome 1:
Increased participation by
stakeholders in the security agenda

% increase in
participation in
security
matters
No. of
meetings held

National surveys
Project reports

Good will from
partners
Availability of funds

Output 1:
Increased awareness on communities’
role in security matters
Activities
a) Conduct one (1) baseline survey in five (5) counties
annually
b) Conduct five (5) strategic meetings with key
stakeholders annually
c) Conduct two (2) quarterly awareness sessions using
alternative media
d) Conduct two (2) review and planning meetings with
key stakeholders annually
Level of
Outcome 2:
Increased sensitivity to security
participation in
matters
security
matters
Level of
Output 2:
Increased awareness on security
awareness on
issues
security

Activity reports

Availability of funds

Activities:
a) Conduct media advocacy through print, electronic
and social media, including position papers,
newspaper supplements, and talk shows
b) Conduct two (2) listenership and readership surveys
on key thematic areas annually
% decrease in
Outcome 3:
Enhanced efficiency in delivery of
number of
services
complaints

Total Cost

Output 3:
Increased awareness on legal issues
and human rights

Level of
awareness
among target
groups

Monitoring tools
Total Cost

Sector reports
Project annual reports

Good will from
partners
Availability of funds

Activity reports

Availability of funds

Monitoring tools

Sector reports
Annual project reports

Good will from
partners
Availability of funds

Activity reports

Availability of funds

quest for justice.

14

Legal Resource Foundation Trust

Legal Resource Foundation Trust

39

Activities:
a) Conduct six (6) specialist trainings annually
(CUCs, lawyers, judges and magistrates, paralegals,
security officers, probation.)
b) Conduct quarterly one day community outreach
meetings with criminal justices actors in five (5)
counties (Nairobi, Isiolo, West Pokot, Nakuru and
Machakos)
No. of joint initiatives
Outcome 3:
Increased engagement in joint conducted
advocacy
Output 3:
Clarity on the role of each
partner in the MOU

No. of MOUs signed

2.2. Strategic Approaches
LRF will in the 2014-2018 SP implementation period formulate its programmatic interventions using four (4) main
approaches. These approaches are:
a) Rights-based approach
Minutes of meetings
Project reports
Copies of MOUs

Good will from
partners
Availability of
funds
Availability of
funds

Minutes

Activities:
a) To strengthen relationships with key partners through
signing of MOUs (judiciary, police, prisons and JTI)
% decrease in Human
Outcome 4:
Increased sensitivity to Human Rights violations
Rights issues
Level of awareness by
Output 4:
Increased awareness on topical target groups
issues
Activities:
Development of BCC such as policy briefs, review of
booklets and development of posters and brochures
(5000 each per annum)
Quality of
Outcome 5:
Increased access to quality
representation by
legal aid services
litigants in courts
Output 5:
Increased awareness on legal
issues

Total Cost

% increase in
awareness levels

Annual reports
Project and activity reports

c) Sustained partnerships approach
d) Regional approach

2.2.1 Rights-Based Approach

Total Cost

National Reports and surveys

b) Paralegal approach

LRF acknowledges the need to ensure full protection, promotion and fulfilment of each and every Kenyans’
human rights according to the international statutes and the Constitution of Kenya 2010. The Strategic Plan
Good will from
partners
Availability of
funds
Availability of
funds

Total Cost

2014-2018 will promote the following rights and rights-based priorities:
i. Right to access of information
ii. Right to just and democratic governance (including right to participation in decision making)
iii. Right to an adequate standard of living
iv. Right to the highest attainable standard of physical and mental health

Project reports
Partners reports
Activity reports

No. of cases referred
Increased collaboration
through referrals
Total Cost
Activities:
a) Contact building and lobbying meetings
b) Conduct one (1) PIL annually through research and
litigation to influence national policy
c) PMERL: Conduct two (2) national review meetings
annually and quarterly projects visits to ensure
effective and efficient implementation
d) Conduct paralegals activities: follow-ups, referrals of
needy cases, relative tracing, paralegals screenings,
legal advice, paralegals clinics, Identification of e),
PIL cases, moot courts, theatre, and use of alternative
media in 38 prisons and surrounding communities
e) Conduct one (1) legal aid day in each of the 12
prisons annually.
f) Subscribe for Accreditation CLE form LSK.

Good will from
partners
Availability of
funds
Availability of
funds

v. Right to basic legal aid advice and assistance
vi. Right to own property

2.2.2. Paralegal Approach
LRF is one of the pioneer organizations in Kenya in employing the paralegal approach. The essence of the
paralegal approach is empowering lay people to work directly with the communities to address social,
economic, and environmental justice, as well as human rights. The paralegal approach envisages a multifaceted approach to problem solving and not merely judicial processes.
LRF, in partnership with individuals, community-based organizations and government agencies like the
Kenya Prison Service, will continue to identify, train and support paralegals as critical players in the
democratisation and administration of Justice in the country to enhance access to Justice.

2.2.3. Sustained Partnerships Approach
In this Strategic Plan period LRF is having a shift from focusing only on the “poor, vulnerable and marginalized” to
focusing on sustained partnerships. This move is necessitated by the fact that the later focus group is a focus area in

38

Legal Resource Foundation Trust

Legal Resource Foundation Trust

15

the current constitution that recognizes marginalized persons and has put in place mechanisms to resolve historic

4.7: The Management: The management shall be responsible for the implementation of the decisions of the

injustices. The sustained partnerships approach is also informed by LRF’s legacy of working with and within partners

board and this Strategic Plan under the supervision of the board. During the life span of the current SP, the

at different levels in the Kenyan Communities. LRF will focus on cementing mutual partnership agreements with

management shall be constituted to include the Executive Director, the Programmes Manager and the Finance and

strategic partners, among them government agencies and non-state actors. This approach will thus help LRF to focus

Administration Manager.

its strength in areas where proficiency has developed over time and in fostering better relations with strategic partners.
Considering that the Communities are part of the strategic partners with LRF, the sustained partnerships approach is
also informed by the predominant theme of Kenya’s devolved system of governance, which is “local solutions to local

5.0. Finance, Monitoring and Evaluation

1

problems” . The idea is to work with communities in identifying their problems and facilitating the realization of
relevant indigenous solutions.

5.1. Logical Framework Analysis
5.1.1. Administration of Justice
Narrative Summary

2.2.4. Regional Approach

establish a vivid transformation in the regions. The regions have been identified based on LRFs current main
operations areas. The regional approach is a model comprised of an administrative office serving at least four (4) local

Means of Verification

Key Assumptions

Penal reforms project

In order to conform to the devolved system of governance that came into place with the Constitution of Kenya 2010,
LRF devolves into three regions where its presence has great significance. This is a deliberate action to reach out and

Objectively
Verifiable Indicators

Strategic Objective:
Strengthen the capacity of
stakeholders in the criminal
justice system

% reduction in human
rights violations

Outcome 1:
Stakeholders are better
coordinated
Output 1:
Survey report produced

No. of stakeholders
conducting joint
initiatives
No. of copies
produced

counties. This model will enable LRF to have effective operations in at least 12 counties in Kenya (26% of the
counties in Kenya). The approach also helps LRF to concentrate on regions in which its interventions will be most

% increase in reports
on improved
adherence to the rule
of law and access to
Justice

Status of human rights reports
National survey reports on public
perception on efficiency in
justice

Political good will
Good will from
partners
Availability of funds

appreciated. These regions are:
a) Upper Eastern Region: Isiolo (coordinating office), Meru, Nyeri/Laikipia & Garissa
b) Northern Region: West-Pokot (coordinating office), Kisumu, Kericho, Kisii, Turkana & Samburu
c) Southern Region: Nairobi (coordinating region), Nakuru, Machakos, Kitui, Kiambu, Kajiado, Mombasa & Kwale

Activities:
(a) Baseline survey to profile the needs and gaps of
stakeholders within the criminal justices system in five
(5) counties (Nairobi, Isiolo, West Pokot, Nakuru and
Machakos)
Outcome 2:
Enhanced efficiency in
delivery of services

Output 2:
Increased awareness of target
groups on key topical issues

16

Legal Resource Foundation Trust

% decrease in number
of complaints
Nature of
responsiveness to
emerging issues in the
justice system
No. of persons trained

National reports on human rights
and access to Justice
Hard copies of reports

Good will from
partners
Availability of funds
Availability of funds

Total Cost

National reports
Score cards

Good will from
partners
Availability of funds

Activity reports

Availability of funds

Annual project reports

Legal Resource Foundation Trust

37

4.5. Organogram

3.0. Thematic Areas and Project Implementation Plans
3.1. Thematic Areas
LRF shall carry out its mandate under the following thematic areas that are designed on thematic considerations:
i.

Administration of Justice (AoJ)

ii. Governance and Development (GaD)
iii. Research and Advocacy (RA)
iv. HAKI Institute and Institutional Development

3.2. LRF Strategic Objectives
LRF’s programs shall focus on empowering communities and building the capacity of individuals and
organizations in advocating for human rights. This will be achieved by effective and efficient
implementation of the following strategic objectives:
SO 1: Strengthen institutions (State and Non-State actors) that work on administration of Justice for
effective service delivery.
SO 2: Enhance people’s participation in governance systems and decision-making processes.
SO 3: Influence policy reform through research and advocacy.
SO 4: Enhance LRF effectiveness and sustainability.

3.2. Administration of Justice Thematic Area
This thematic area will address the sources of injustices within the administration of justice system from the
Figure 6.5: Organogram

point of arrest through the final determination of cases. Key areas in need of reform will be isolated in both

4.6 The Board: Finding and selecting appropriate board members is critical to the success of the organisation. Board

the civil and criminal justice systems. LRF will leverage on its vast past experiences while implementing

members are stewards to the organisation who work together to realise the vision and mission of the organisation.

programs in the administration, study and findings on researches and reports on penal reforms, judicial

LRF realises the need for a professional, lean and efficient board that shall be composed of no less than five (5)

reforms, security sector reforms and community justice as a basis for policy advocacy.

members. The selection of board members shall be guided by the following principles:
a. A strong belief in the organisations mission and vision
b. Diversity in professional skills that reflect the various skills needed by both LRF and the people of Kenya

i. Penal Reforms

c. The proper functioning of the board committees with keen experience in governance, stewardship,

ii. Security Sector Reforms

planning for the future, setting priorities and monitoring performance
d. Integrity and a willingness to commit time and resources to LRF

36

This thematic area shall be delivered through four (4) projects namely:

Legal Resource Foundation Trust

iii. Judicial Participation
iv. Alternative Justice

Legal Resource Foundation Trust

17

This thematic area will be achieved through the 1st Strategic Objective.

4.4. Organization Functional Design

Implementation Plan
Board of
Trustees

Penal Reforms
Goal: An efficient justice system
Strategic Objective: To strengthen the capacity of stakeholders in the criminal justice system
Specific
Objective
Strengthen the
capacity of
stakeholders in
the justice
system

Expected Outcome
Mapping out of stakeholders

Strategy
Stakeholders are
better coordinated

• Baseline surveys
• Data analysis
• Report on organizational
needs

Enhanced efficiency
in delivery of
services

Performance
Indicator
No. of
stakeholders
conducting joint
initiatives
% decrease in
number of
complaints

In charge Time
frame
Year 1

PM

Year 15

No. of joint
initiatives
conducted
% decrease in
number of
complaints

ED/PM

Year 12

Executive
Director

• Disseminations of surveys
• Advocacy and lobbying
Partnerships and MOUs
• Identification of thematic
clusters
• Breakfast meetings

Meaningful
engagement in joint
advocacy
Increased efficiency
in service delivery

Finance and
Admin
Manager

Program
Manager

HAKI
INSTITUTE

PM

• Stakeholder forums
• Development of MOUs
• Strategic meetings
• Implementation
Legal Aid
• Contact building and
lobbying meetings

Front Office

Increased access to
quality legal aid
services

Quality of
representation by
litigants in courts

• Establishment of legal aid
desks

PM

Finance

Logistics &
Admin

Research &
Advocacy

Institutional
Capacity
Building

Year 15

Communities:
Citizen
Participation,
Legal Aid

Consultancy,
Training,
Material
Development,
& Publication

Figure 6.4: LRF Functional Design

• Development of BCC
• Training of paralegals on
emerging of issues
• Legal aid days
• PIL
• PMERL
• Pro bono lawyers

18

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35

peer review
programs
Harmonize
program and
admin budget
lines

Periodic
monthly
tracking of
finances

Provide
effective and
efficient
logistical and
administrative
support to
programs

Aggressive
fundraising

Profile
development
partners
relevant to
LRF work

Mapping and
profiling of
partners
according to
developmental
needs/areas of
shared interest

Human
resources

Capacity
building
Reviewed
salary grid and
matrix

Visibility and
Public
Relations

Sustainability
Co-sharing of
external
consultancies
with internal
staff

34

Develop a
branding and
communication
strategy

Resource
mobilization

timelines and
budgets
Increased value
of LRF grants
through
efficient and
effective
application of
resources

% increase in
number of
program
planning
meetings
between
programs and
finance

Number of
meetings with
partners

Attract and
retain a human
resource base
that is
professional,
motivated and
results-driven
Review of
admin,
management
and governance
systems
Secure the
visibility of
LRF on issues
of access to
Justice

Increase the
reserve fund to
buy LRF a
home

colloquiums

Management

X

X

X

X

• Referrals and litigation of
needy cases.

X

• Paralegals clinics: followups, relative tracing, etc.
• Review meetings

Management

X

X

X

X

X

To enhance
participation of
stakeholders
through
capacity
building and
policy
advocacy

Security Sector Reforms
Increased
• Community mobilization
participation by
• Strategic meetings
stakeholders in the
security agenda
• Mobilization

% increase in
participation in
security matters

PM

Level of
participation in
security matters

PM

• Baseline surveys
• Mapping of communities

Donor turnover

• Community entry meetings

Functional
fundraising
kitty
Number of
talents acquired

• Campaigns and advertisement
• Alternative media
Board of
Trustees and
Management

X

X

X

X

X

• Review meetings
• Murals

Rate of staff
turnover

• Media advocacy
• Media breakfast meetings

Type and
number of
policies
reviewed

Increased
sensitivity to
security matters

• Radio /TV talk shows
• News paper supplements and
articles
• Social media advocacy

Number of
references

Management,
Board of
Trustees

X

X

X

X

X

• Newspapers

External
enquiries

• Thematic CSO forums

Number of new
clients
% increase in
the reserve
fund

• Listenership surveys

• Demonstrations

Board of
Trustees and
Management

X

X

X

X

X

LRF home

Legal Resource Foundation Trust

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19

• Capacity building

Increased
efficiency in
service delivery

• Needs assessment /baseline
surveys
• Trainings

% increase in
level of
satisfaction
among
beneficiaries

PM

4.3. Corporate Affairs
LRF will strive to maintain low staff turnover and increase its visibility by addressing itself to the human
resource issue and the communication aspect of its work.

• Open air forums

Institutional Outcome Three

• Media advocacy

Human Resource (Board, Staff)
“Attract and retain a human resource base that is professional, motivated and results-driven.”

• Policy briefs
• Development of BCC

Visibility and Public Relations
• Identification of consultants

“Secure the visibility of LRF on issues of access to Justice.”

• Monitoring and evaluation
• Purchase of office equipments
and machines
• Prioritize on areas of
strengthening
• Baseline surveys

Administration
“Provide effective and efficient logistical and administrative support to programs.”
Increased
efficiency in
service delivery

• Needs assessments

% increase in
level of
satisfaction
among
beneficiaries

PM
Strategies
Recruitment and maintenance of professional, motivated and results-driven staff
Aligning the board composition and its operations to the organizational needs: Finance, legal practice, public

• Profiling of target group

policy, human resource, CSO history and operation, and current affairs
• Strategic meetings
Implementation Plan

• Stakeholders forums

GOAL: Improved organizational development and effectiveness
• Partnerships and MOUs
• Identification of thematic
clusters

Increased
collaboration by
the parties to the
MOUs

No. of joint
initiatives by
parties to the
MOUs

ED

Leadership and Governance
Strategic Objective: To build and service an LRF structure that is effective, efficient and responsive to
stakeholder needs

• Breakfast meeting

Time frame
• Stakeholder forums

Strategy

Activities

Expected
Outcome

Performance
Indicator

In Charge

• Development of MOU
• Strategic meetings

Y
R

• Implementation

1

Develop a
needs-driven
organogram

Implement the
organogram
Periodic review
of the
organogram for
effectiveness

Focus on
results-based
program
management

Develop a
state-of-the-art
information
management
system
Participation in

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Build and
service an LRF
structure that is
effective,
efficient, and
responsive to
stakeholders’
needs
Efficient
project
implementation
plan

YR

YR

YR

YR

2

3

4

5

Reviewed
organogram

Board of
Trustees and
Management

X

X

X

X

X

Timely
implementation
of activities

Management

X

X

X

X

X

Achievement
of set targets
within set

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33

4.0. Institutional Development Design
4.1. Leadership and Governance
LRF will adopt a structure that can handle its growth and
anticipated program expansion. is structure includes the
board, management and staff. e structure will take cognisance of programme re-engineering requirements for the
Strategic Plan implementation period.
Institutional Outcome One
“To build and service an LRF structure that is effective,

Alternative Dispute Resolution: promoting peaceful resolution
of disputes through mediation

efficient, and responsive to stakeholder needs.”
Strategies
• Develop a needs driven organogram
• Focus on results based program management
4.2. Finance and Grants
With improved programme focus, LRF expects to strengthen its nancial management and planning so as to
increase the value of its grants. Similarly, LRF expects to engage in aggressive fundraising to meet its
obligations.

Institutional Outcome Two
Finance
“… to increase the value of LRF grants through efficient and effective application of resources.”
Grants
“…to attain funding sustainability by diversifying LRF grant-makers and resource mobilization approaches.”
Strategies

Harmonize program and admin budget lines

Pro le development partners relevant to LRF work

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• MER

Stakeholders are
continuously
updated on status
of interventions on
the ground

• Base lines
• Audits of CUCs

No. of reports
generated

PM

Environmental

The global green development
shift

g or cyber espionage
Aligning programs to changing
environmental shift

Legal

Effects of the PBO Act

Lobby for repeal of PBO Bill 2013

Changing legal regime

Restrictive legislation at the
National and County level

Keeping up to date with the
prevailing legal regimes for the
registration and operationalization
of the organization

Alertness, networking and
lobbying with like-minded
institutions and CSOs (CSO
reference groups)

• Monitoring and Reporting of
CUC operations
• Strategic meetings e.g. NCAJ
• Monitoring of ADR
mechanisms
• Documentation
• Policy formulation & advocacy
• Breakfast meetings
• Strategic stakeholders meetings

Proposed policies
are validated and
adopted by
stakeholders

No of policies
adopted

PM

Assumptions

• Baselines and validation

MACRO FORCES

ASSUMPTIONS

• Development of policy briefs
• Establishment of paralegals
desk

Increased access to
legal aid services at
the police station
level

• Development of MOU with
judiciary

No. of clients
offered legal aid

PM

• Audit and documentation of
existing desks

Political

There will be political stability in Kenya and the donor world

Economic

The economic situation shall stabilize and be favorable for CSO
operations
Development partners will be willing to support proposed budgets and
adjustments

Social

The communities shall be willing to discard the retrogressive cultural
practices
That there will be harmonious co-existence amongst the communities

Technological

The risks associated with technology will be mitigated
LRF will be able to put in strong MIS and adapt to the changing

• Replication of best practices
• Recruitment
• Office equipping
• Development of BCC
• Trainings
• Legal aid and advice

environment

Alternative Justice
LRF recognises the important role played by alternative justice systems that exist and are utilised by

Environmental

That there will be no major shift in funding due to climate change

Legal

The legal regime will be aligned to respond to the needs of the society
and that there will be increased public participation in the legislative
process

communities in resolving disputes. Most of these mechanisms are established in the constitution but are not
necessarily utilised due to inadequate awareness. These mechanisms include traditional dispute resolution
mechanisms among the communities in Kenya, established tribunals, etc. Although ADR and TDRM are
recognised in the Constitution of Kenya 2010, little has been done to monitor their decisions and if they are
compatible with the constitutional requirements for justice systems. LRF has done a study on TDRM and

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31

1. Develop a
catalogue of
areas of focus in
legislative and
legal drafting

Market the
catalogue

2. Conduct legal
audit on various
laws

Conduct
legislative
audit

Increased
publicity
on Haki

Increased
level of
new
information

No. of
catalogues
developed
No. of
catalogues
distributed
No. of audit
reports/petitions
produced

Business
Development

X

X

X

X

X

serve communities fairly.
This thematic area shall be delivered under the AoJ theme through two (2) projects namely:

Business
Development

X

X

X

X

X

i. Community Justice (CJ)
ii. Alternative Justice (AJ)
Implementation Plan

Conduct
mini and
major
policy/
legal
baseline
surveys

Goal: Affordable and Efficient Access to Justice at the Community Level

Community Justice Project
Strategic Objective: To promote restorative justice through TDRM

3.6. Risks and Assumptions
Risks
RISK
Political

Economic
Social

will focus on operationalising it by empowering the players to eradicate unconstitutional behaviour and




Strategy

Activity

Expected Outcome

Documentation and
lobbying

Lobby for
recognition of
TDRM decisions
in judicial system

Capacity building
of selected TDRM
groups

Training needs
identification

MITIGATION

Gagging of the civil society
organizations (CSOs) by the
government through inappropriate
legislation

• Networking and lobbying with likeminded institutions and CSOs (CSO
reference groups) for repeal of
offensive clauses and/or legislations

Political instability due to ICC

• Implementation of Agenda Four

cases

items as well as the whole
Constitution of Kenya 2010

High inflation

Realistic budgeting

Retrogressive cultural practices
Diverse cultural practices
Community resistance to change
Changing lifestyle

• Research and produce IECs that can
be used by other programmes/
organisations for the purposes of
advocacy and awareness creation

Community justice
system, campaigns,
training and
collaborative
networking

Well-managed
TDRM guidelines TDRMs
publication
Trained TDRM
TDRM group
coordinators
trainings
Awareness
creation on
TDRM

Reduced case
backlogs in judicial
system and
improved access to
justice

Environmental

30

Dynamism of technology

Threat of viruses/spams/bugs/
worms/Trojans, hacking and
information sabotage/cyber
espionage

The global green development
shift

• Keeping up to date with latest
technological advances
• Acquisition of the most effective
technological support that
mitigates against virus attacks and
hacking or cyber espionage
• Aligning programs to changing
environmental shift

Legal Resource Foundation Trust

Nature of
interventions
proposed

In charge

PM

TDRM guideline PM
publication

Timeframe

Continuous

Continuous

TDRM group
documentations
List of trained
TDRM
coordinators
Number of cases
successfully
mediated

PM

Year 1 – 3

ED

Year 1

Peaceful coexistence of
communities
Alternative Justice (AJ)

• Intense sensitization
• Linking LRF advocacy campaign to
social media
Technological

Improved coexistence between
TDRM and the
judiciary
existence of CJS
committees
TDRM guidelines

Performance
Indicator

Collaborative
Lobbying for
partnership and
implementation
strategic networking of provisions of
the Civil
Procedure Act
2012 on
mediation (ADR),
promoting
awareness and
linkages with
existing justice
mechanisms e.g.

Reduced case
backlogs in the
judicial system

Nature of
guidelines
developed

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tribunals
Documentation and
lobbying

Monitoring
government
commitment in
ensuring
realization of
constitutional
provisions on
ADR
Collaborative
Conflict
partnership and
transformation –
strategic networking anticipation of
ICC outcome

Improved national
cohesion

Nature of
interventions
proposed

PM

Continuous

6. Branding
HAKI

Develop
branding
content

Increased
visibility of
HAKI
Institute

Existence of CJS
committees

Level of
understanding
on role of ICC
community
mediation task
groups

PM

Year 1 – 5

Strategy

1. Develop
information
management
systems

LRF seeks to be a key policy influence at both National and Local County levels in matters that relate to justice and

Expected
Outcome

Activities

Capacity
development
for HAKI
team on
information
management
Conduct
archiving
consultancies

equity. It seeks to identify communities of relevance to its thematic areas and develop their capacity to engage state
actors to meet their interests. LRF also seeks to engage in national and county policy and legislative drafting in areas
of interest like citizen participation, civil, political, social, economic and cultural justice.
This thematic area shall be delivered through two (2) projects namely:
People’s Participation

ii. Social, Economic and Cultural Rights

Implementation Plan

X

X

X

X

Strategy

Activity

Expected Outcome

Performance
Indicator

In
charge

Timeframe

Interviews and
literature review

Conduct baseline
survey on status of
Peoples Participation

Improved
knowledge on status
of People’s
Participation in
governance and
decision making
processes within the
counties
Improved and
informed
involvement in
governance and

Baseline Survey
Reports

PM

Year 1

Capacity building on
People’s Participation
strategies

YR

YR

YR

YR

1

2

3

4

5

Business
Development

X

X

X

No. of
consultancies
conducted
No. of IMS
developed

Enhanced
safety of
information
No. of materials
produced

Business
Development
training

X

X

X

3. Information
packaging and
archiving

Package and
archive in
retrievable
form

Enhanced
access to
information

No. of IMS
developed

Business
Development

X

X

X

No. of
intellectual
rights registered

Business
Development

X

X

Pursue
intellectual
registration

Enhanced
safety of
information
Reduced
intellectual
theft

Legislative Drafting Project
Time frame
Strategies

Legal Resource Foundation Trust

YR

Increased
income

Type of
interventions
proposed

Ratio of people
taking part in
governance and
decision making

Increased
income base

No. of staff
trained in IMS

In Charge

Develop
new IEC
materials

4. Obtain
copyright
intellectual
property

STRATEGIC OBJECTIVE:
To strengthen People’s Participation in governance processes and decisions on issues affecting them

Enhanced
knowledge
on
information
management

Performance
Indicator

2. Review and
update the
current IEC
material

GOAL: People participating in decision making, planning and implementation of their own development and conflict
resolution
Peoples Participation Project

24

X

Time frame
Peaceful coexistence of
communities

3.3. Governance and Development Theme

Sensitization and
training

Business
Development

Archiving information Project

Inter-community
conflict mediation

i.

within the
partnership
No. of enquiries
on HAKI
products

PM

Continuous

Activities

Expected
Outcome

Performance
Indicators

Legal Resource Foundation Trust

In Charge
YR

YR

YR

YR

YR

1

2

3

4

5

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3.5. Haki Institute
LRF has over its time interacted with a lot of information and strategies that can enhance the capacity of
other human rights crusaders to increase their efficiency and effectiveness in service delivery. It will carry
out this role by building a resource base for virtual learning and legal research.

Collaborative
networking and
strategic
partnerships

Development of
County level People’s
Participation Policy

Evaluation of line
Ministry activities
and Documentation
of Parliamentary
proceedings

Monitoring
Government
commitment in
ensuring realization of
Constitutional
provisions on People’s
Participation
Campaign for legal
recognition of
community paralegals

This thematic area shall be delivered through three (3) projects namely:
i. Capacity Development
ii. Legislative Drafting
iii. Archiving Information
“Teaching Ourselves Our Rights”
promoting human rights
education

Implementation Plan

GOAL: HAKI as the focal point for paralegalism and human rights, governance, legal and legislative drafting
training in Kenya
Capacity Development Project
Strategic Objective: To render consultancy services
Strategy
Activities
Expected
Outcome

1. Develop a
training
curriculum

2. Develop a
training
manual and
handbooks
for trainers
3. Validation
and
certification
of the
products
4. Review and
update the
current IEC
material
5.

Partnership
with
institutions

Market the
project to
prospective
clientele
Market the
calendar and
the curriculum
Conduct
training and
executing
consultancies

Develop new
IEC materials

Conduct training
and executing
consultancies

Increased
demand for
Haki
products

Increased
income

Increased
demand for
Haki
material
Increase in
trainings
and
consultancie
s

Performance
Indicator

No. of requests
made

Consultancies
undertaken

In Charge

Business
Development

Time frame
YR

YR

YR

YR

YR

1

2

3

4

5

X

X

X

Business
Development

X

X

Business
Development

X

X

No. of materials
developed

PO training

No. of
consultancies
and trainings
conducted

PO
marketing

Strategic
partnerships and
meetings
Collaborative
partnership and
strategic
networking, use of
alternative media
platform

Human Rights
Education and
Advocacy (EAHRP Equitas)
Regional exchange
learning e.g. Rwanda,
Gacaca Court
Build movements for
articulation of issues
(Drivers of Change)
e.g. youth, women and
peer groups)

initiatives within
the counties
Number of
Counties that have
developed and
adopted People’s
Participation
policy

ED

Year 1 to 3

Nature of
proposed
intervention
strategies

PM

Continuous

Enhanced access to
justice

Paralegal
recognition in the
Legal Aid Act

CEO

Year 1

Enhanced level of
human rights
awareness among
citizens and decision
makers
Enhanced
replication of best
practices
Existence of vibrant
governance and
human rights
movements

Level of
engagement in
protection and
promotion of
human rights
Nature of new
interventions
developed
Number of
governance and
human rights
movements
formed

PM

Continuous

ED

Year 1 to 2

PM

Continuous

Level of
involvement in
governance and
human rights
advocacy
initiatives
X

X

X

Social, Economic and Cultural Rights (Education, Social Security and Health) Project
Strategic Objective: To facilitate progressive realization of social, economic and cultural rights

X

X

MOUs signed

28

Lobbying,
advocacy and
strategic
partnerships
documentary
Trainings,
sensitization, and
collaborative
partnerships

decision making
processes within the
counties
Adoption and
application of
People’s
Participation Policy
in governance and
decision making
process
Sufficient
knowledge on status
of Constitutional
implementation
process in Kenya

Legal Resource Foundation Trust

X

X

Strategy

X

X

X

X

Audit of line
Government
Ministries’
documentation of
Parliamentary
proceedings

Activity
Monitoring
Government
commitment in
ensuring
realization of socio
– economic and
cultural rights

Expected
Outcome
Sufficient
knowledge on
status of socio –
economic and
cultural rights

Performance
Indicator
Nature of
proposed
interventions

In charge
PM

Timeframe
Continuous

Enhanced
awareness on
socio – economic

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and cultural rights
leading to
improved
livelihoods
Trainings and
campaigns

Create awareness
on environmental
management and
protection

Sustainable
management of
natural resources
Overall reduction
in environmental
degradation

Compilation of
Produce and
information, review, disseminate 3000
design and printing copies of booklet
on economic and,
social and cultural
rights
Interviews and
Conducting
literature reviews
research and
documenting best
practices on
economic, social
and cultural rights

Enhanced
knowledge on
economic, social
and cultural rights

Enhanced
knowledge on
priority
intervention areas

Nature of
sustainable
management
practices
Percentage
decrease in
environmental
degradation
Copies of
booklet on
economic, social
and cultural
rights produced
Type of
interventions
proposed

PM

Continuous

PM

Year 1

PM

Year 3

Sheria bure kifungoni: Legal aid and awareness through paralegalism

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